PEOPLE DEVELOPMENT & TEAMWORK

WHY TEAM

People are a fundamental building block of any TQM organization. The only point at which true responsibility for quality can lie is with the person or group actually doing the job or carrying out the process. The complexity of most of the processes in an organization places them beyond the control of any one individual, and the only efficient way to tackle process improvement or re-design is through the use of

TEAMWORK

ADVANTAGES OF TEAMWORK

A greater variety of complex issues can be tackled by pooling expertise and resources Problems are exposed to a greater diversity of knowledge, skill and experience The approach boosts morale and ownership through participative decision making Improvement opportunities that cross departmental or functional boundaries can be more easily addressed The recommendations are more likely to be implemented than if they come from an individual

ROLES WITHIN TEAMS

Dr. Meredith Belbin identifies eight roles:

Co-ordinator Shaper Plant Monitor Evaluator Implementer Resource Investigator

Team Worker
Finisher

CONT

Co-ordinator clarifies group objectives, sets the agenda, establishes priorities, selects problems, sums up and is decisive, but does not dominate discussions.
Shaper gives shape to the team effort, looking for pattern in discussions and practical considerations regarding the feasibility of the project. Can steamroller the team, but gets results. Plant is the source of original ideas, suggestions and proposals that are usually original and radical.

CONT

Monitor-Evaluator contributes a measured and dispassionate analysis and, through objectivity, stops the team committing itself to a misguided task. Implementer turns decisions and strategies into defined and manageable tasks, sorting out objectives and pursuing them logically. Resource Investigator goes outside the team to bring in ideas, information and developments to it. They are the teams salesperson, diplomat, liaison officer and explorer.

CONT

Team Worker operates against division and disruption in the team, like cement, particularly in times of stress and pressure.
Finisher maintains a permanent sense of urgency with relentless follow-through.

KEY IDEAS

It is not essential that teams comprise eight people each fulfilling one of the roles above, but that people who are aware and capable of carrying out these roles should be present In small teams, people can, and do, assume more than one role. In addition, analyzing existing teams and their performance or behavior, using these team role concepts, can lead to improvements

THE MYERS BRIGGS TYPE INDICATOR (MBTI)

Despite having well defined roles within a team, the interaction between the different personalities of individuals can be a frequent source of friction. this can largely be avoided by understanding and valuing peoples differences. is a powerful aid to both team and personal development by providing a well-researched framework for understanding these differences.

THE MYERS BRIGGS TYPE INDICATOR (MBTI)

It is based on identifying an individuals behavioral preferences on four scales:

Extroversion Introversion how we prefer to give/receive energy or focus our attention Sensing Intuition how we prefer to gather information Thinking Feeling how we prefer to make decisions Judging Perceiving how we prefer to handle the outer world

DEFINITION

The Extrovert prefers action and the outer world The Introvert prefers ideas and the inner world Sensing-Thinking types are interested in facts, analyzing them impersonally and using a step-by-step process to reach a conclusion The Sensing-Feeling types are also interested in facts, but analyze them personally and are concerned about how things matter to themselves and others

DEFINITION

Intuition-Thinking types are interested in patterns and possibilities, making decisions based on impersonal, logical analysis Intuition-Feeling types are also interested in patterns and possibilities, but make decisions based upon personal values, and their effect on individuals Judging types are seen by others as preferring to live in an orderly, planned fashion and liking to regulate and control

DEFINITION

Perceiving types are seen by others as being flexible, spontaneous, and showing a willingness to understand and adapt readily

KEY IDEAS

Personality differences frequently result from a conflict between two opposing types. For example, an ST might think that an NF colleague lacks attention to detail and is not logical, therefore their judgment must be unsound. The NF might feel that the ST is picky and cannot see the whole picture, and may be offended by their apparent insensitivity to others .

KEY IDEAS

Use of the MBTI leads to an understanding that neither is right, or wrong. Their differences are their strength, and allow both to operate more effectively. This has great implications for teamwork, and real advantages can be gained if all team members know their MBTI preference and share them within the team.

KEY IDEAS

Use of the MBTI leads to an understanding that neither is right, or wrong. Their differences are their strength, and allow both to operate more effectively. This has great implications for teamwork, and real advantages can be gained if all team members know their MBTI preference and share them within the team.

TEAM DEVELOPMENT

It is possible to identify four stages that all teams will go through, given time: Forming Storming Norming Performing

DEFINITION

In the Forming (awareness) stage, feelings, weaknesses and mistakes are covered up and there is no shared understanding of what needs to be done. People show little care for others values and views. The Storming (conflict) stage is more risky as personal issues are opened up and the team becomes more inward looking. There is more concern for the values, views and problems of others in the team.

DEFINITION

In the Norming (co-operation) stage, confidence and trust begin to emerge, together with a more systematic and open approach, leading to a clearer and more methodical way of working. There is greater valuing of people, clarification of purpose, establishing of objectives, systematic collection of information, considering of all options, preparation of detailed plans and progress reviews to make improvements.

DEFINITION

Evidence of the Performing (productivity) stage includes flexibility, leadership decided by situations, not protocol, everyones energy is utilized and basic principles and social aspects of the organization's decisions are considered.

Teams that go through these stages successfully should become effective process improvement teams and display:

Clear objectives and agreed performance goals Openness and confrontation Support and trust Co-operation and conflict Good decision making Appropriate leadership Review of the team process Sound inter-group relationships Individual development opportunities

A MODEL OF TEAMWORK

In developing his model for teamwork, John Adair understood that for any team to respond to leadership, it needed a clearly defined task, and the achievement of that task is related to the needs of the team and the individuals within that team.

MODEL OF TEAMWORK

The team leader or facilitator must concentrate on the small central area in the model where the three circles overlap the action to change area, and there are three inter-related, but distinctive, requirements of a team leader:

Define and achieve the job or task, e.g, process improvement Build up and co-ordinate a team to do this Develop and satisfy the individuals within the team

FUNCTIONS OF TEAM LEADER / FACILITATOR

Planning Define the team task or purpose Make a workable plan Initiating Explain why the plan is necessary Allocate tasks to team members Set team standards

 Controlling Influence the tempo Ensure all actions move towards the objective Keep discussions relevant Guide the team to action and decision Supporting Encourage and discipline the team and individuals Create team spirit Relieve tension Reconcile disagreements

 Informing Give new information to the team Receive information from the team Summaries suggestions and ideas
Evaluating Test the consequences of a proposed solution Evaluate team performance Help the team evaluate its own performance against standards

KEY IDEAS

A team process is like any other process it has inputs and outputs. High performing teams have three main attributes high task fulfillment, high team maintenance and low selforientation. Improvement team members must be given the responsibility and authority to represent their part of the organization in the process. This allows the team to gain respect and knowledge and be seen to have the authority to act in the best interests of the organization, with respect to the process they are aiming to improve.

The actual running of improvement teams involves several factors: Team selection and leadership Team objectives Team meetings Team assignments Team dynamics Team results and reviews

CONT

Team Membership and Selection should include people from groups outside the process if their involvement is essential, and sometimes starting a team with one or two people and building it up as the process becomes understood is an option.
The Team Objectives should be agreed at the beginning of the project and stated at the start of every team meeting. This enables the team members to focus thought and efforts on the aims, and minimizes distractions from other issues.

CONT

Team Meeting an agenda should be prepared and circulated to each team member. It should include the venue, time and duration of the meeting, a list of expected attendees, a list of topics to be covered at the meeting, any preparatory assignments for individual members or groups, supporting material to be discussed at the meeting. Team Assignments It is never possible to solve problems by meetings alone. They should result in action plans with specific tasks assigned to team members.

CONT

Team Dynamics and create a culture of creativity, remove barriers to idea generation, encourage all members to contribute and support all team members .

KEY IDEAS

The most important element of a team is its members; people with knowledge and experience relevant to the process are required, with a limit of 5-10 members, to keep the team small enough to be manageable, whilst allowing a good exchange of ideas.

TRAINING

The training of team members and leaders is the foundation of all successful improvement programs to ensure people understand the concepts of teamwork, plus the tools and techniques that are to be employed during the improvement program.
Quality training must be continuous to meet not only changes in technology but also changes in the environment in which the organization operates, its structure and most importantly, its people.

Quality training can be considered in the form of a cycle of improvement, the elements of which are: Ensure training is part of the quality policy Allocate responsibilities for training Define training objectives Establish a training organization Specify quality training needs Prepare training programs and materials Implement and monitor training Assess the results Review the effectiveness of the training

INVESTORS IN PEOPLE

It provides a framework for improving an organization's performance and competitiveness, through a planned approach to setting and communicating objectives and developing people to meet these objectives.
The Investors in People Standard is based on four key principles, as summarized in the following table:

COMMITMENT

PLANNING

ACTION

EVALUATION

Being recognized as an 'Investor in People' involves a number of steps:

Understanding the Standard and its strategic implications for the organization Undertaking a review against the Standard to identify any gaps in current practice Making the commitment to meet the Standard and communicating that commitment to all members of staff Planning and taking action, to bring about change Bringing together the evidence for assessment against the Standard Achievement or recognition as an Investor in People Working to keep the culture of continuous improvement alive.

The practical benefits of working towards and achieving the Standard include: Improved earnings, productivity and profitability. Skilled and motivated people work harder and better. Productivity will improve. Extra effort will be made to close sales and a positive impact will be seen on the bottom line. Reduced costs and wastage. Skilled and motivated people constantly examine their work to contribute to reducing costs and wastage.

 Enhanced quality investing in people significantly improves the results of quality programs. Investors in People adds considerable value to BS 5750, ISO 9000 and other total quality initiatives. Improved motivation through greater involvement, personal development and recognition of achievement, motivation is improved. This leads to higher morale, improved retention rates, reduced absenteeism, readier acceptance of change and identification with the organization beyond the confines of the job.

 Customer satisfaction. Investing in People is central to helping employees become customer focused. Thus enabling the organization to effectively meet customer needs at a profit.
Public recognition. Investor in People status brings public recognition for real achievements measured against a rigorous National Standard. Being an Investor in People helps to attract the best quality job applicants. It may also provide a reason for customers to choose specific goods and services.

Competitive advantage through improved performance, Investor in People organizations develop a competitive edge.